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How to Use Theory and Instrumentation in Training, Consulting and Coaching Lynda Mann
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Overview Theories & Instrumentation Working in the “BIG” Picture
The Observer Model Fundamental Interpersonal Relationship Orientation –Behavior (FIRO) Thomas Kilmann Conflict Modes and the Thomas-Kilmann Inventory (TKI) Type Theory and the Myers Briggs Type Indicator Situational Leadership Model and the LEAD Self Working in the “BIG” Picture
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The Observer Model
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Become A New Observer
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Implications for Conflict Resolution
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FIRO
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FIRO: How Groups Work INCLUSION OPENNESS CONTROL
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FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored Communication Style: Dependent OPENNESS CONTROL
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Inclusion Focus Where do I fit in this group?
Am I going to be accepted? Is my identity challenged? Where are my boundaries? I’m bored! I’m interested! I feel threatened Who are the others here? What are my and others’ rules?
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Inclusion Characterized by
Over-talking Withdrawal Exhibitionism War stories Questioning goals Questioning norms Checking out others Saying Good-bye and Re-entry
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FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored Communication Style: Dependent OPENNESS CONTROL Top or Bottom Issue: Competence Fear: Being Humiliated Communication Style: Independent
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Control Focus Who is the leader? How much influence do I have?
How much responsibility do I have? Who is running the show? Are my needs being met? Are my values being respected?
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Control Characterized by
Leadership struggle Boasting Criticizing the leader Attacking other members Sub-grouping Red-crossing Electing the senior or least influential Following & synergy Coordination & cooperation
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FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored Communication Style: Dependent OPENNESS Near or Far CONTROL Top or Bottom Issue: Likeability Fear: Being Rejected Communication Style: Interdependent Issue: Competence Fear: Being Humiliated Communication Style: Independent
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Openness Focus Affection that is acceptable
Anxiety about not being liked Embarrassment about expressing emotions Distribution of warmth Sexuality Group loyalty Disagreement with the majority and the impact on the group
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Openness Characterized by
Positive feelings expressed Pairing Direct personal hostility Jealousy Physical contact above personal norms Social and personal space reduced Group Think Forecasting the end of the group
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FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored Communication Style: Dependent OPENNESS Near or Far CONTROL Top or Bottom Issue: Competence Fear: Being Humiliated Communication Style: Independent Issue: Likeability Fear: Being Rejected Communication Style: Interdependent
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FIRO: How Groups Work INCLUSION OPENNESS CONTROL GROUP THINK
Dysfunctional Most Functional
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FIRO: How Groups Work INCLUSION OPENNESS CONTROL COPABILITY
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It’s like a boat ride…
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FIRO: How Groups Work The REAL secret to Empowerment…
I feel significant in this organizational setting, and I believe the work I do is significant and contributes to the greater good. I am competent personally and professionally to do the work you ask of me I feel as though I’m part of a family here, that I belong. 4. It’s FUN to come to work.
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Implications for Conflict Resolution
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Conflict Modes and the TKI
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Two Basic Aspects of All Conflict Handling Modes
ASSERTIVENESS …the extent to which the individual attempts to satisfy his or her own concerns COOPERATIVENESS the concerns of others
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Two Basic Aspects of All Conflict Handling Modes
Assertiveness Cooperativeness
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The Five Conflict Handling Modes
ASSERTIVENESS Unassertive Assertive Uncooperative Cooperative COOPERATIVENESS
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My way or the highway… Competing… Quick Action Unpopular Decisions
Vital Issues Protection Assertiveness Cooperativeness
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Two heads are better than one… Collaborating… Integrating solutions
Learning Merging Perspectives Gaining Commitment Improving Relationships Assertiveness Cooperativeness
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Let’s make a deal… Compromising… Moderate importance
Equal power – strong commitment Temporary solutions Time constraints Backup Assertiveness Cooperativeness
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I’ll think about it tomorrow…
Avoiding… I’ll think about it tomorrow… Issues of low importance Reducing tensions Buying time Low power Allowing others Symptomatic problems Assertiveness Cooperativeness
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It would be my pleasure…
Accommodating… It would be my pleasure… Showing reasonableness Developing performance Creating good will Keeping the peace Retreating Low Importance Assertiveness Cooperativeness
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Planned Renegotiation
termination Planned renegotiation Sharing Information and Negotiating Expectations Commitment (Role Definition) Stability and Productivity Disruption of Shared Expectations uncertainty anxiety Return to the way things used to be Renegotiation under duress pinch CRUNCH!! Let it fester
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Implications for Conflict Resolution
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The Myers Briggs Type Indicator
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OUR FOCUS How the Myers Briggs Type Indicator® and information about personality type can provide insight into working with clients, trainees and coachees
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What is TYPE?
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TYPE is about psychological preferences…
…consistent, enduring patterns …reflecting how we use our minds …that impact our behavior
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What is the primary use of TYPE?
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Use TYPE to… …understand yourself and your behavior
…manage participation and change when working with trainees, clients and coachees
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Extraversion Introversion
MBTI® Dimensions Extraversion Introversion What is my source of ENERGY? Extraverts draw energy from the outside world of people, activities and things Introverts draw energy from their internal world of ideas, emotions or impressions
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Extraversion Introversion
MBTI® Dimensions Extraversion Introversion Externally directed Internally directed Action Reflection Gregarious Reserved Expressive Contained Publicly disclosing Publicly guarded Speak-to-think Think-to-speak Breadth Depth
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MBTI® Dimensions How do I take in INFORMATION? Sensing Intuiting
Sensors take in information through their five senses. They notice what is actual (details and current realities) Intuitors take in information through a “sixth sense.” They notice what might be (patterns and future possibilities)
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MBTI® Dimensions Sensing Intuiting Present focus Future focus
Here and now Possibilities Specifics Generalizations Details Patterns Literal Figurative Sequential Random 5 senses th sense
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The Thinking – Feeling dimension
MBTI® Dimensions Thinking Feeling The Thinking – Feeling dimension answers the question: How do I DECIDE?
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MBTI® Dimensions Thinking Feeling Objective Subjective
Cause-effect logic Person-centered values Clarity Harmony Analytical Circumstantial Problem 1st /People 2nd People 1st/Problem 2nd Critique Appreciate Justice Mercy
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MBTI® Dimensions How do I like to live in the WORLD?
Judging Perceiving How do I like to live in the WORLD? Judgers prefer to live a planned and organized life Perceivers prefer to live a spontaneous and flexible life.
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MBTI® Dimensions Judging Perceiving Closure Options
Structured Open-Ended Ordered Go-with-the-flow Decisive Tentative Scheduled Flexible Control Adapt Directive Non-directive/facilitative
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Problem Solving with the MBTI
S N T F Find new possibilities. Use your imagination What is the situation? Analyze logically the effects of acting on each possibility Weigh the human consequences of acting on each possibility
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Implications for Conflict Resolution
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Situational Leadership and LEAD Self
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TASK BEHAVIOR… …the extent to which a leader engages in one-way communi-cation by explaining what each follower is to do as well as when, where, and how tasks are to be accomplished.
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RELATIONSHIP BEHAVIOR…
…the extent to which a leader engages in two-way communi- cations by providing socio-emotional support, “psychological strokes,” and facilitating behaviors.
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Situational Leadership Model
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Situational Leadership Model
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Situational Leadership Model
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Situational Leadership Model
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Situational Leadership Model
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Situational Leadership Approach
Identify the task or activity Diagnose the follower’s readiness level Adapt the matching leadership style
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LEVEL OF READINESS… …the capacity to set high but attainable goals (achievement motivation), the ability and confidence to take responsibility, and the education and/or experience of an individual or group.
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Situational Leadership Model
UNABLE AND UNWILLING OR INSECURE INDICATORS: Not performing task to acceptable level Being intimidated by task Being unclear about directions Procrastinating Not finishing tasks Asking questions about task Avoiding task or “passing the buck” Being defensive or uncomfortable
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Situational Leadership Model
Unable but Willing or Confident Indicators: Anxious or excited Interested and responsive Demonstrating moderate ability Receptive to input Attentive Enthusiastic New task, no experience
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Situational Leadership Model
Able but Unwilling or Insecure Indicators: Has demonstrated knowledge and ability Appears hesitant to finish or take next step Seems scared, overwhelmed, confused Seems reluctant to perform alone Solicits frequent feedback
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Situational Leadership Model
Able and Willing or Confident Indicators: Keeps boss informed to task progress Can operate autonomously Is results-oriented Shared both good and bad news Makes effective decisions regarding task Performs to high standards Is aware of expertise
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Situational Leadership Model
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The Adaptability Score
30-36 High Adaptability 24-29 Moderate Adaptability 0-23 Need for self-development
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Implications for Conflict Resolution
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Working in the “BIG” Picture
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Questions and Comments
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